Transformations of any kind within the organization are challenging at best, and disastrous at worst. Sometimes there are dynamics we can't avoid, like the time it takes for that transformation to take hold, or the strategic priorities of the organization not including a 100% full steam ahead of the Scrum implementation (ie. a never ending series of pilot projects).
There are, however, a few major roadblocks that we do have some control over. The first two deal mainly with process, and the third with mindset. We all know that Scrum has rules, events, roles and artifacts. But it also needs to have people with the right mindset, and who follow a proven process.
So, with all that being said, here are 3 roadblocks to Scrum faced by organizations all over the world:
1. Partial or Late Testing
There are some who don't mind leaving testing until after the Sprint, or partially completed by the end of the Sprint. While there are some exceptional circumstances when this may be required, here is Scrum Co-founder Jeff Sutherland's view on this:
"Do not end your Sprint without your software Done and bug free."
According to Dr. Sutherland, bugs that remain at the end of the Sprint can reduce speed of development by 50%, and in some rare cases up to 1,000%. In order to mitigate this, we need to "change engineering practices, implement continuous integration, and incorporate automatic testing into the builds".
2. Backlog Mismanagement
Garbage In, Garbage Out! The products and services we produce are only as good as the refined Product Backlog items that find their way into the Sprint Backlog. I have spoken about this in a previous blog, but a poor Product Manager can render the backlog ineffective.
Dr. Sutherland asserts that 65% of features developed are "never or rarely used by customers" which means we are doing a "terrible job" in turning customer's needs into usable and relevant features. This wastes time, money and effort. His recommendation for this problem is to get a great Product Owner, produce a quality refined Product Backlog, and get continuous customer feedback in "30 days or less" to ensure every feature in the Backlog are only the features the customers want.
3. Management Involvement
Even when Scrum has been sanctioned at the Executive level, and is running full swing at the project level, if managers do not embrace Scrum and empower the team to work at the best of their ability, Scrum is going to be running with one engine in a two-engine plane. One major catastrophe, and the whole project could come crashing down.
Dr. Sutherland has some good advice in this area:
"Train your management team on how to run a modern corporation. It needs to be Agile and it needs to be Lean. Managers need to make a big shift in the way they think and how they work with teams."
A lot of this can be facilitated through a Scrum Master or coach to guide the organization and its management in the benefits and implementation of Scrum, but more importantly, the mindset, values and principles of Scrum.
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Remember, a pitfall is a "hidden or unsuspected danger". It can also be defined as a trap; a trap for those who wish to sabotage the implementation of Scrum. We need to navigate the transformation minefield and avoid those pitfalls in order to reach our destination: a product or service that is fast-to-market, bug free, and what the customer really needs.
Sutherland, J. (2012) How to Avoid the Most Common Scrum Pitfalls. Available from: https://www.youtube.com/watch?v=KEu-YEv1LVo
Thank you for your interest in the Scrumptious blog. If you have any ideas for Scrum topics, please message me here. Until next time, remember, projects can be Scrumptious!